| In most Army National Guard units, the unit | | | | were pay, schools, promotions and suspensions. |
| Readiness NCO is the senior full-time person in the | | | | Although he didn't do all these himself, these were |
| company. | | | | the most important issues he focused on. Whenever |
| He or she typically handles the day-to-day issues | | | | an issue in any of these four areas arose, he |
| within the company, and also manages the full-time | | | | stopped what he was doing and tackled the issue |
| staff to include a Training NCO, Administration NCO, | | | | immediately. |
| and Supply NCO. | | | | It's vital for company commanders to have an |
| During my two years in command, I relied on my | | | | efficient AGR staff. In essence, your staff helps |
| full-time Readiness NCO a lot. As a new company | | | | determine whether or not you succeed as a |
| commander in the Army National Guard, you will rely | | | | company commander. |
| on your full-time staff too. | | | | You must give your Readiness NCO the authority to |
| Since your AGR staff is at the unit every day, it's | | | | make decisions in your absence. You must "support" |
| important to form a good working relationship with | | | | them and have their back too. |
| them. | | | | Commanders should call the armory once each day |
| One key to success is to determine priorities. You | | | | (or every other day) to stay in touch with their AGR |
| need to help your Readiness NCO establish priorities | | | | staff. This enables them to know what is going on in |
| for herself and for her subordinates. This can be | | | | the unit at all times. |
| done with effective counseling and guidance. | | | | The secret to success is effective, two-way |
| Personally, I helped establish priorities for all my AGR | | | | communication. |
| staff. For instance, my Readiness NCOs top priorities | | | | |